Upload
others
View
1
Download
0
Embed Size (px)
Citation preview
THE FUTURE OF MUNICIPAL BROADBAND
BUSINESS, TECHNOLOGY AND PUBLIC
POLICY IMPLICATIONS FOR MAJOR U.S. CITIES
SPRING 2008
ject
1
Copyright © 2008
Civitium, LLC
12850 Hwy 9 Suite 600
Alpharetta, GA 30004
© 2008 Civitium, LLC All Rights Reserved. Reproduction and distribution of this
publication in any form without prior written permission is forbidden. The information
contained herein has been obtained from sources believed to be reliable. Civitium disclaims
all warranties as to the accuracy, completeness or adequacy of such information. Although
Civitium's research may discuss legal or regulatory issues related to the municipal
broadband market, Civitium does not provide legal advice or services and its research
should not be construed or used as such. Civitium shall have no liability for errors,
omissions or inadequacies in the information contained herein or for interpretations
thereof. The opinions expressed herein are subject to change without notice.
ject
2
Preface, Scope and Acknowledgements
This report is the result of an unprecedented collaboration between three of the
nation’s leading cities; Boston, Chicago and San Francisco. These cities have led
pioneering efforts to develop and implement broadband policies and programs
aimed at improving the efficiency of their government operations, fostering
sustainable economic growth, promoting digital inclusion, and making their cities
more competitive on a national and global basis.
During this collaborative process, we first sought to consider the lessons learned
by major U.S. cities during the intense period of municipal wireless projects - from
2004 through 2007. We then reviewed and analyzed the factors that most
contributed to the market correction occurring in the second half of 2007. And
finally, we attempted to forecast how the municipal broadband market would
evolve going forward, and to formulate conclusions that would help to inform
decision-making by major cities in this area in the future.
Our report attempts to strike a balance between the key issues facing major cities
in the domains of broadband business, technology and public policy. This is based
on the author’s viewpoint that it is the collective alignment of these three domains
that ultimately determines whether a city’s vision can be realized and its goals met
in a way that is sustainable over time. To achieve this balance, we occasionally had
to sacrifice depth of analysis in one area in order to maintain an appropriate
breadth of focus across all three domains.
We placed a primary emphasis on municipal wireless, and more specifically on
citywide Wi-Fi initiatives. However, we recognized the need to also consider the
emerging “big broadband” issue facing major cities; particularly as it relates to
achieving an extensive, next-generation fiber optic infrastructure.
While digital inclusion policies and programs remain a driving factor and an area of
intense focus for major cities, a detailed analysis of that topic went beyond the
scope of our report. Based on the amount of innovative work being performed in
this area, we propose digital inclusion practices as an appropriate topic for further
study.
We extend our deepest gratitude to the cities who sponsored this report; Boston,
Chicago and San Francisco. We also wish to thank the many anonymous persons
and organizations who shared their knowledge and insights during the process.
ject
3
Market Background
Beginning in 2004, several major U.S. cities began experimenting with the use of
Wi-Fi mesh technology to improve their local broadband markets. Specifically,
these cities envisioned blanketing their communities with a low-cost wireless
alternative to existing broadband services (cable modem and DSL) to promote
digital inclusion, stimulate economic growth, and provide a cost-effective
broadband alternative for certain non-critical public safety and municipal
applications.
By early 2007, more than 300 U.S. cities had launched municipal wireless
initiatives,1 and eight of the top ten U.S. cities (by population rank) were involved
in some stage of studying, planning, evaluating, negotiating or deploying municipal
wireless networks, either for municipal use, commercial use, or both.2
The majority of major cities adopted a business model calling for private
ownership of a citywide wireless network, with cities providing or facilitating
access to public rights of way and facilities, occasionally committing to be “anchor
tenants” by making revenue assurances to their private partners, in exchange for
these partners’ commitment to provide certain community benefits such as
revenue sharing and subsidized prices for low-income subscribers.
While this was occurring, important changes were underway in the overall
broadband market. In 2005, the U.S. Supreme Court overturned a federal court
decision that would have forced cable companies to share their infrastructure with
Internet service providers (ISPs).3 Following this, the Federal Communications
Commission (FCC) moved quickly to “establish regulatory parity between
telephone companies and cable companies” by rolling back DSL line sharing
provisions from the 1996 Telecommunications Act.4 The net result: ISPs could no
longer be guaranteed access to incumbent telephone and cable networks.
At least one large ISP that was left frustrated by these developments – EarthLink
Corporation – researched options to build a “third pipe to the home,” ultimately
deciding on Wi-Fi mesh as a suitable technology.5 EarthLink began making
aggressive investments to pursue partnerships with major U.S. cities and to
construct citywide Wi-Fi mesh networks, ultimately being selected by
Philadelphia, Houston, San Francisco and others.
By the end of 2006, it appeared that major cities had found a way to align their
economic and social policy goals with a motivated segment of the broadband
market – competitive ISPs. Armed with a potentially disruptive technology,
expectations were high on both sides - the promise of revenue and profits for ISPs
and the promise of community benefit for cities.
NOTABLE QUOTE
"The benefits of this
ruling will ripple across
our communities by
encouraging greater
investment in and a
wider rollout of
broadband networks."
James Smith, senior vice
president at SBC,
following the FCC’s 2005
decision to deregulate
ISP access to telephone
networks
ject
4
The Market Correction
By early 2007, numerous major cities and their candidate partners found
themselves bogged down in lengthy negotiations, difficult procedural challenges,
and in some cases, political opposition to issues ranging from public ownership to
consumer privacy. Reports had also begun to surface that some early, large-scale
build outs were seeing higher-than-expected deployment costs and lower-than-
expected commercial usage.6 In addition, questions were being raised about the
stability and indoor coverage characteristics of many of these early networks.7
In June 2007, EarthLink appointed a new CEO,8 who immediately began a process
to review the viability of the company’s growth initiatives, including its municipal
Wi-Fi business unit. In August, he announced a company-wide restructuring,
which included terminating approximately half of the company’s work force and
pulling back planned investments in municipal Wi-Fi.9
The changing market conditions also affected AT&T’s investments in this area.
The company called off its municipal Wi-Fi plans with St. Louis, reportedly due to
an expensive retrofitting that would have been required to the city’s street lighting
infrastructure.10 AT&T and Chicago were also unable to reach an agreement to
form a public private partnership for citywide Wi-Fi.
By the time EarthLink had begun its strategic review in 2007, MetroFi – another
mid-sized wireless ISP pursuing municipal partnerships – had already transitioned
its business model to only build networks and provide free Wi-Fi access in
communities where the city agreed to anchor tenancy commitments.11
Private investment in municipal Wi-Fi networks continued to decline. Kite
Networks deployment in Tempe and Chandler, AZ was reportedly shut down12
and Azulstar backed out of a commitment with Winston Salem, NC.13
This rapid decline in private investment had an immediate and direct impact on at
least a dozen U.S. cities, which now found themselves without a motivated and/or
capable private partner. It also had an indirect impact on dozens of smaller cities
that were attempting to partner with local or regional ISPs. Many of these smaller
ISPs, who required debt or equity financing to cover the cost of building networks,
immediately found the financial markets’ confidence level reduced, impacting their
ability to execute as planned.
By the end of 2007, the prospect of major cities using a low-cost wireless
technology to solve a wide range of economic, social and internal needs, while at
the same time introducing new broadband competition and openness to their
markets, under a business model that presented little taxpayer risk – appeared to
be, as many had suspected - too good to be true.
NOTABLE QUOTE
"After thorough review
and analysis of our
municipal wireless
business we have
decided that making
significant further
investments in this
business could be
inconsistent with our
objective of maximizing
shareholder value."
Rolla P. Huff, EarthLink
CEO, November 2007
Press Release
ject
5
Major City Reaction
Following the market correction, the majority of major cities halted or delayed
efforts to seek a new private partner for citywide Wi-Fi, and many increased their
focus on targeted pilot projects and digital inclusion initiatives. The table below
summarizes the activities of major U.S. cities since the market correction
occurred.
Rank City Recent activities
1 New York Moving to the construction phase for a large-scale
wireless network for public safety. No citywide plans
for a commercial-use network being considered.
2 Los Angeles Recently completed a feasibility study, which
concluded that citywide Wi-Fi is not feasible at this
time.
3 Chicago Increased focus on comprehensive digital inclusion
efforts. Opportunities for community broadband
access being investigated. No citywide Wi-Fi network
planned.
4 Houston Leveraged a $5 million EarthLink payment to the City
to increase focus on digital inclusion efforts. Released a
new RFI in February 2008 to expand the City’s
downtown Wi-Fi network to targeted low-income
areas.
5 Phoenix Evaluating RFP responses for the construction of a Wi-
Fi network in the downtown area for economic
development. No citywide plans being considered.
6 Philadelphia ~80% of the network build-out completed. After
failing to find a buyer for the network, EarthLink
announced its intent to terminate services over the
network on June 13. EarthLink also petitioned a
federal court to grant it the right to remove its
equipment and cap its liability to the city at $1 million.
7 San Antonio Negotiations with AT&T halted in late 2007. No
citywide plans being considered.
10 San Jose Issued an RFP to conduct a feasibility study in 2007.
RFP was later withdrawn.
NOTABLE QUOTE
"There is nothing so
annoying as a good
example."
Mark Twain
ject
6
Rank City Recent activities
14 San Francisco Initiated planning process for a government-use
wireless network. Commenced work with organic ad-
hoc Wi-Fi providers to promote community wireless
deployments in targeted low-income areas.
24 Boston City-designated nonprofit openairboston failed to
secure financing for a citywide build-out. The City and
openairboston have continued efforts to launch pilot
projects in targeted neighborhoods.
30 Portland (OR) ~25% of the network build-out completed by the
City’s private partner, MetroFi. MetroFi stated that it
would be unable to proceed with further deployments
unless the city committed to substantial anchor
tenancy. MetroFi later announced in May 2008 that it
would seek a buyer for its networks in nine cities,
including an offer to sell its Portland network to the
city for $894,000.
As the data above shows, Houston is the only major city that decided to move
forward by releasing a new Request for Information (RFI) in February 2008 to
“expand [the City’s] municipal network to further advance City operations, public
safety, bridge the digital divide, and promote economic opportunities.” Houston’s
enthusiasm and ability to continue investing in this area may be in part due to the
$5 million payment it received from EarthLink following the company’s failure to
begin construction of the network it had agreed to build.14
Many small and mid-sized cities have also continued to move forward with hot-
zone deployments and with public-financed projects to support municipal and non-
critical public safety applications.
What about Minneapolis?
One of the few cities to make substantial progress towards a citywide Wi-Fi
deployment under a public-private-partnership (PPP) business model after the
market correction has been Minneapolis. Despite the negative press surrounding
municipal Wi-Fi projects in general, the Minneapolis project has been touted as
succeeding with a model that most others failed at.15 For this reason, we chose to
analyze what may have contributed to the ongoing progress of Wireless
Minneapolis.
ject
7
In 2006, Minneapolis selected U.S. Internet (USI), a local ISP, to construct a
citywide (60 mi2) Wi-Fi network for municipal and government use.16 The city
made substantial anchor tenancy commitments to USI, amounting to
approximately $1.25 million per year for ten years. Originally scheduled for
completion in the fall of 2007, the deployment was delayed by approximately six
months, but is rumored to be near completion.17
Our analysis identified three important differences between the Wireless
Minneapolis project and most other major city initiatives; 1) USI deployed Wi-Fi
mesh equipment from BelAir Networks, whereas EarthLink had standardized on
equipment from Tropos Networks; 2) EarthLink, MetroFi and other providers
pursued aggressive, multi-city expansion plans, whereas USI remained intensely
focused on its deployment in Minneapolis, and 3) the city of Minneapolis
committed to a relatively high level of anchor tenancy.18 Given that EarthLink and
other operators cited the difficult economics of the municipal Wi-Fi business as the
driving factor for their troubles, and not the technical capabilities of the network,
we chose to perform more detailed analysis on the anchor tenancy terms.
Since there is no standard for an “appropriate level” of anchor tenancy in municipal
Wi-Fi partnerships, we chose to consider the total amount of committed anchor
tenancy based on its relationship to 1) the number of city government employees,
2) the estimated capital cost to construct the network and 3) the number of
subscribers (citizens) passed by the network.
Our analysis estimated the net present value (NPV) of the City of Minneapolis’
commitment of $1.25 million per year for ten years to be slightly more than $10
million.19 This amounts to the city paying USI approximately $20/month, for ten
years, for every one of the city’s more than five thousand employees. And
assuming a capital cost of $150,000/mi2 for the network, our analysis also
suggests that the city’s commitment provided USI with future revenue assurances
equal to some 124% of the capital cost to construct the network.
The table below estimates the commitments that would have been required for
Boston, Chicago and San Francisco were they to have duplicated the terms of the
Minneapolis/USI agreement.
FIGURE 1 - ANALYSIS OF MINNEAPOLIS TERMS APPLIED TO BOSTON, CHICAGO AND SAN FRANCISCO
ject
8
Our analysis of Minneapolis’ anchor tenancy commitment on a per-city-employee
basis does not take into account municipal uses of the network that may be
measured by the number of facilities connected, or by remote devices such as
video surveillance equipment, parking meters, etc. Regardless, based on the city’s
size, we were unable to determine how the city could reasonably consume $1.25
million in Wi-Fi services on an annual basis.
Our analysis also does not consider the community benefits that may result from
the introduction of a new broadband provider and the construction of a citywide
network.20
From our analysis, we conclude that Wireless Minneapolis is an anomaly in the
municipal Wi-Fi market, and that attempts to duplicate the terms of the
partnership between Minneapolis and USI in other major cities would have
resulted in a compelling case for those cities to adopt a public ownership model
(building) instead of a public private partnership (buying). In a public ownership
model, the city may have likely 1) incurred roughly the same capital costs, 2) had
full control over pricing and other terms of services for public access, and 3) had
essentially unlimited access to the network for municipal use, avoiding the $1.25
million annual payment ad infinitum for being an anchor tenant.
It is possible that Minneapolis intended to leverage the network for applications
well beyond its mobile workforce, assigned substantial community benefits to the
deployment of the network, and/or decided that the risks of ongoing operational
losses outweighed the government and community benefits that would have
resulted from a public ownership model. Regardless of its motivations,
Minneapolis has provided a clear example for how financial commitments from the
city can strengthen the overall business case for citywide Wi-Fi.
ject
9
Lessons Learned
There was at least one great benefit that resulted from the intense period of
activity related to municipal Wi-Fi projects over the past three years; it produced a
wealth of data that can be looked back on and mined to identify lessons learned.
Through this assessment, we conclude that the major city municipal Wi-Fi
movement was negatively impacted by business, technology and policy forces.
Blame for the outcome of this movement cannot be placed on any one of these
forces, or on any one party. Below are the key lessons that we found in our
analysis that contributed most to the market correction and pullback of private
investment:
Irrational exuberance – Almost all of the parties involved in the pursuit of
municipal Wi-Fi projects were inevitably swept up by the great promise of
using a low-cost, seemingly disruptive technology to break down duopoly
control and unleash economic and social improvements for communities. This
can best be compared to the dot-com era where the Web was perceived as so
radically different that it would obsolete the way in which company’s were
valued, and even the way the economy functioned.
Overestimation of the market opportunity by ISPs – The companies who
sought to build these large-scale networks overestimated their revenue
potential (whether from access, advertising or other sources), the prices
consumers would be willing to pay for services, the cost of acquiring new
subscribers and numerous other demand-side assumptions.
Overconfidence in an unproven architecture – While Wi-Fi as a core
technology was viewed as robust and stable by 2004, there was no precedent
for how it might actually function and perform on such a massive scale, and in
such dense urban environments. How would laptops and handheld Wi-Fi
devices function in an outdoor network? How well would the system deal
with interference in a license-exempt frequency? What kind of devices would
consumers need to get indoor coverage?
Underestimation of incumbent’s competitive response – While it may never
be clear whether incumbent providers introduced promotional-rate pricing for
DSL and cable modem services as a strategic response to the perceived threat
of municipal Wi-Fi, or whether this was simply coincidence, it is clear that
incumbent providers were in a good position to “skim the cream” off of a
market where a competitor was planning to enter with a product targeted at
price-sensitive subscribers.
NOTABLE QUOTE
"Hindsight is always
20/20.”
Billy Wilder, Polish
born U.S. film
director
ject
10
Over-reaching by cities – While cities were soliciting for, and negotiating with
ISPs to build these networks, our experience and analysis suggests that they
were in many cases “competing against prior cities” to get more community
benefits, higher revenue shares, stricter service level agreements, and a range
of others concessions from their partners. This was often due to pressure from
community activists, bloggers and even special interest groups, some of whom
seemed motivated to “take out their frustrations” over what they perceived as
prior abuses by cable companies, private electric utilities and other industry
players on whoever the city’s chosen partner may have been.21 Wireless ISPs
were routinely agreeing to be regulated at a local level in ways that their
stronger and better capitalized competitors (the incumbent telephone and
cable companies) were not.
None of these factors alone was likely the sole cause of the market correction with
municipal Wi-Fi in major cities, but together they created substantial pressure on
an already fragile experiment.
Despite the fact that most major city municipal Wi-Fi projects did not result in
citywide deployments, we conclude that the overall experience contributed to
cities’ understanding of their local broadband markets and their knowledge about
the business, technology and public policy issues they would face going forward.
This understanding and knowledge will inevitably be valuable to cities in the future
as they embark on other technology-related initiatives.
ject
11
The municipal fiber landscape
While wireless initiatives dominated the broadband agenda of many large cities
since 2004, a number of leading cities were also studying whether and how they
could achieve the goal of “big broadband” within their communities. Experts agree
that fiber to the premise (FTTP) represents the “holy grail” for big broadband, and
therefore we chose to consider developments in this area in more detail.
Fiber broadband services allow data signals to be sent over an optical fiber; a glass
strand designed to guide light along its length. These networks offer an almost
unlimited amount of bandwidth which enables providers to offer the “triple play”
of voice, data and video services.
Private sector investments in fiber
AT&T and Verizon are currently engaged in upgrading their telephone network
facilities in various parts of the country to fiber based systems; in some cases all the
way to the customers’ premise (FTTP) and, in other cases, to the “neighborhood
or node” (FTTN). U-verse is an AT&T fiber service that can be deployed using
either FTTN - where it runs fiber-optic cable to within 3,000 feet of a customer’s
home and existing copper lines the remainder of the way - or FTTP, where it runs
fiber all the way to the home. FiOS (Fiber Optic Service) is a FTTP service
offered in some areas of the U.S. by Verizon.
Telephone companies are not required to disclose the detailed deployment plans
for their fiber networks, which has been a source of frustration for many
communities.22 While the timing of fiber deployments in major cities will
inevitably vary by provider and by city, dense urban markets appear to be lower on
their priority list than their suburban counterparts. Higher construction costs,
lengthier permitting processes and ultimately lower consumer demand are often
cited as contributing factors.23
Boston’s situation is a classic example, and we believe is indicative of the outlook
for most major cities. Despite Verizon’s commitment to invest $200 million this
year in Massachusetts for its FiOS rollout, the City of Boston was not listed as one
of the cities where it planned to deploy.24 This has led some to visualize Boston
and other major cities’ future as that of “a copper hole in a fiber doughnut.”
On May 20, Verizon told the New York City Franchise and Concession Review
Committee (FCRC) that “the company is ready, committed and eager to install its
advanced fiber-optics network throughout all five boroughs of [New York City]
and provide real TV choice to some 3.1 million households.”25
While this seems to speak well for the prospect of a fiber deployment in at least
one major city, critics point out that Verizon has until 2014 to complete this
NOTABLE QUOTE
"Comcast would love to
know our advance [FiOS
deployment] plans for
the District [of
Columbia], and we're
not inclined to help
them any sooner than
we have to."
Verizon Spokeswoman,
September 2007
ject
12
rollout. And the contract allows extensions of up to three more years if Verizon's
citywide market share does not exceed certain annual targets, known as "video
penetration rates." 26
Others have criticized whether the companies who make these commitments
actually have a history of honoring them. In 1994, Verizon (then Bell Atlantic)
struck an agreement with the state of Pennsylvania in which it received sizable
financial incentives if it met certain broadband rollout criteria. It was estimated
that those incentives were worth an estimated around $2.1 billion dollars to
Verizon. The consumer advocacy organization TeleTruth later filed complaints
with the Pennsylvania Public Utility Commission, claiming that while Verizon
promised to provide 45 Mbps broadband access across the state, what they actually
delivered was ADSL over their existing copper network - and then only in limited
areas.27
It also remains to be seen whether these fiber deployments will result in
meaningful competition for cable providers in the Internet and television market -
even once they are deployed. Mark Cooper, director of research at the Consumer
Federation of America, put it this way. “There is a little [price] jostling [between
telephone and cable providers] at the beginning, but it’s not like classical
competition where you have 10 guys trying to figure out how to steal each other’s
customers. When you have just two players, they realize it’s not in their best
interests to have a price war.”28
In summary, we conclude that private investment in next-generation fiber optic
networks, particularly in dense urban cities, will likely proceed at a pace largely
determined by these shareholder-owned companies. The issue for major cities is
whether these schedules are adequate to meet their policy objectives, and whether
the risk of relying solely on private investment for the next decade is a risk that can
be tolerated.
Major city municipal fiber initiat ives
The bleak outlook for private sector deployment in major markets has led several
leading cities to consider various forms of market intervention, with the most
aggressive scenario being public financing and ownership of a FTTP system.
The City and County of San Francisco commissioned one of the most
comprehensive feasibility studies on FTTP in early 2007. The report evaluated
“the feasibility of city ownership of a 21st Century fiber network to spur private-
sector innovation and competition -- and thereby offer revolutionary bandwidth
and services to businesses and residents.” 29
ject
13
The San Francisco report recommended a “market-friendly” business model in
which the city would deploy a city-owned FTTP network in phases at a total up-
front cost of more than $500 million. The report recommended the city use the
network to meet its own internal needs, and provide wholesale access to
communication companies who would compete for commercial services. While
San Francisco has continued to expand its fiber assets to connect additional
facilities (one of the recommendations made in the report), no decision has been
made by its elected body to pursue the more aggressive piloting of fiber in
neighborhood zones.30
The City of Seattle has also been actively pursuing a FTTP strategy for several
years. A mayor-appointed broadband task force was formed in 2005. The task
force first asked private companies about their current plans to offer the level of
broadband that would meet the city’s long-term needs. The responding companies
did not present plans to provide this level of service. The task force then concluded
that “market forces, left alone, probably will not provide the broadband networks
and services Seattle needs” and it established the following goal:
“[By 2015] all of Seattle will have affordable access to an interactive,
open, broadband network capable of supporting applications and
services using integrated layers of voice, video and data, with sufficient
capacity to meet the ongoing information, communications and
entertainment needs of the city’s citizens, businesses, institutions and
municipal government.”
The incumbent telephone and cable companies in Seattle – Qwest and Comcast,
respectively – objected to the findings of the report and questioned whether there
was sufficient demand in the Seattle market to justify such an upgrade. Despite the
fact that Qwest allegedly told the task force that “they had no plans in the near
future to offer Internet connections to Seattle residents that exceed seven megabits
per second,” they suggested that Seattle could help expand broadband by
"removing permitting hurdles." In a letter to the task force, a Comcast senior vice
president said “the city would be better served by providing incentives to existing
network operators instead of building an entirely new system.”31
In May 2006, Seattle issued a Request for Interest (RFI) to “gather comments,
conceptual frameworks, and indications of interest and to identify partnership
teams from private parties interested in and capable of partnering with Seattle to
create a competitive fiber to the premises broadband (FTTP) network serving the
City, its citizens, businesses and institutions.” The city concluded its discussions
with 10 of the RFI respondents in October 2006, but it appears little progress has
been made since those discussions.
NOTABLE QUOTE
"[Incumbent telephone
and cable companies]
are national firms -- as
they do develop high-
speed technologies and
applications, the
companies will first
deploy them in markets
where they must
maintain a competitive
edge, not necessarily in
Seattle."
Seattle Broadband and
Telecommunications
Task Force Report, May
2005
ject
14
Finally, in March 2008, it was reported that Seattle Mayor Greg Nickels was now
“looking to invite private companies to do that work – perhaps with taxpayer help
[to finance the estimated $380-500 million cost of network construction and
electronics.] Mayor Nickel’s Information Technology Office also asked City
Council to approve $185,000 to prepare a request for proposal (RFP), but that
request has not yet been approved.32
Smaller cit ies are succeeding with fiber
Municipal FTTP projects have succeeded in a number of smaller markets. Bristol,
Virginia, a city of 17,300 at the southwestern tip of Virginia, often refers to itself
as “the birthplace of municipal fiber.”33 The city’s utility department,
BVU/Optinet, after winning a lawsuit against the state of Virginia, and
introducing a bill in the state legislature that was signed into law in April 2002,
began an aggressive expansion of its core fiber network. Today, BVU supplies a
full triple-play of services over a FTTP system to 8,100 customers, with 7,200
telephone, 4,000 data and 1,600 television lines. The fiber infrastructure spans
eight counties with 250 miles of fiber backbone installed and 675 total miles in the
fiber plant infrastructure.
BVU/Optinet secured funding for its system through a mixture of city investment
($46 million) and federal and state grants ($30 million).
BVU is but one example of municipal fiber initiatives underway in smaller cities
across the U.S. The City of Palo Alto (CA), the Truckee Donner Public Utility
District in Truckee (CA), the EPB municipal utility in Chattanooga (TN), the
Accelplus municipal provider owned by the city of Crawfordsville (IN), and the
Jackson Energy Authority municipal utility in Jackson (TN) are just a few others
that are in some stage of development.34
One observation we had from this review of the progress made with FTTP
projects by smaller communities is that almost all were led by municipal electric
utilities. Clearly, ownership of a municipal utility provides certain assets that can
be leveraged to ease the process of designing, deploying and managing a
communications infrastructure business. This may suggest that the ability for
major cities to duplicate the approaches used and achieve similar levels of success
will be more difficult than in smaller communities, given that the vast majority of
major cities do not operate their own municipal electric utilities.
NOTABLE QUOTE
“Our utility supplied
water, sewer and
electric. We figured
three more utilities
would not hurt
anything.”
Jim Kelley, vice
president of operations
for BVU/Optinet
ject
15
The Wireless Broadband Market
The wireless broadband market in the U.S. is one of contrasts. On the one hand,
it can be viewed as fast-paced, dynamic, highly innovative and intensely
competitive – with multiple providers using a wide range of existing and new
technologies. On the other hand, it is often criticized for being a closed,
proprietary, overly-priced oligopoly that limits consumer’s choice and locks them
into abusive contract terms and conditions. The truth may be somewhere in
between.
For this report, we chose to consider developments in emerging areas of the
wireless broadband industry that we felt would most impact major cities in the
future; WiMAX, organic Wi-Fi and commercial 700 MHz.
The WiMAX Wild Card
The next-generation wireless technology referred to as WiMAX has been the
subject of tremendous hype over the past few years.35 While WiMAX has often
been referred to as “Wi-Fi on steroids” due to the fact that it is standards-based,
has the support of Intel Corporation and other leading technology firms who seek
to embed it in mobile computing devices, and is designed to provide high-speed
wireless data services over metropolitan areas, WiMAX is actually more of a
complement to Wi-Fi than it is a competitor. The fact that Wi-Fi had evolved
from home/office local area networks (LANs), to coffee shops and other public
venues, to enterprise and university campuses, and finally to metropolitan areas -
just as WiMAX providers were beginning to deploy large-scale networks - caused a
great deal of confusion over the appropriate role for each technology.
WiMAX can be used to deliver a wide range of services, including fixed data
services for residents and businesses, backhaul of Wi-Fi hotspot and cellular base
stations for operators, and even high-speed mobile data services for consumers.
WiMAX also differs from Wi-Fi in that it is, technically at least, spectrum
independent – meaning that it can be operated over a variety of licensed or
unlicensed frequency bands. Even though WiMAX products can be built to
operate over various frequencies, the WiMAX forum has chosen to define several
“profiles” that encourage equipment manufacturers and operators to build
networks that will interoperate on a global scale. Adoption of these profiles also
has a profound effect on the economics of a WiMAX business case, since mass
manufacturing and economies of scale can result in dramatically lower costs for
end user terminal equipment, thereby reducing the provisioning burden on
consumers and the subsidy burden on operators.
Despite the hype and promise of WiMAX, and the fact that there have been more
than a hundred technology and market trials conducted around the world, there
ject
16
are no large-scale WiMAX networks in operation in the U.S. today, and the
prospect of getting to that point remains cloudy.
More than 75% of the licensed spectrum (2.5 GHz) suitable for deploying
WiMAX in the U.S. is controlled today by two companies; Sprint-Nextel and
Clearwire. Sprint tends to own or control these licenses in larger metropolitan
areas and Clearwire in tier-2 and below markets.
Clearwire currently operates in more than 40 markets in the U.S. where they have
deployed a proprietary, fixed wireless technology often referred to as pre-
WiMAX. The company is currently engaged in an effort to transition these
deployments to a true mobile WiMAX (802.16e-2005) solution.
Sprint “soft launched” its WiMAX service under the brand name Xohm in three
markets in 2007; Baltimore, Chicago and Washington DC. Since that time, its
core voice business has struggled, beginning with a 77 per cent drop in third
quarter 2007 net income, causing many to question whether it could commit the
estimated $5 billion required to complete a nationwide deployment on its own.
In November of 2007, Sprint and Clearwire announced that they were terminating
plans for the joint development of a nationwide WiMAX network.36 The Wall
Street Journal then reported on May 7, 2008 that Sprint, Clearwire, Comcast,
Time Warner Cable, Google and Intel had reached an agreement to invest a total
of $3.2 billion to build such a network.37 Under the terms of this agreement, a
new company – also called Clearwire – will be formed; Sprint will hold the
majority interest; Clearwire will retain operational control; and the cable
companies will market services under their own brand.
What does this mean for municipalities and their broadband policy goals and
internal needs? Our analysis suggests that WiMAX, even if deployed on a
nationwide basis over the next few years, will fail to produce substantial
improvements to the availability, affordability or richness of wireless broadband
services in major markets. This is due to a number of factors:
Third-generation (3G) wireless services already provide near ubiquitous
(universal) coverage today throughout most major cities. While these services
are widely available, they remain priced at a substantial premium (typically in
the $60/month range) over most other broadband options.
A single provider (the new Clearwire) controls the licensed spectrum suitable
to deploy WiMAX nationwide. This casts doubt on whether there will be
sufficient competition to reduce pricing. Pricing for mobile WiMAX services
have not been announced at this stage, but we estimate they may be in the
range of current 3G data services.38
NOTABLE QUOTE
“This [new WiMAX
consortium] is a
spaghetti-like mess of
conflicts and self-
interests.”
Om Malik, GigaOm
ject
17
The bandwidth provided to a typical WiMAX subscriber will be only a modest
improvement over what is available on 3G networks today. While Mobile
WiMAX can theoretically support an asymmetrical throughput of greater than
20Mbps downstream and 8Mbps upstream, the actual downstream throughput
for each subscriber is expected to be in the 2-4 Mbps range.39
Initially, through most of 2008, users will be required to purchase and install a
WiMAX PC Card in their laptop, driving up the activation cost for early
adopters. Intel has announced plans to provide an embedded WiMAX chipset
(similar to the way Wi-Fi is embedded today) in laptop devices beginning in
mid-2008, but until that happens, the process to access a WiMAX network
will still have more “friction” than the Wi-Fi-like provisioning scenario it seeks
to emulate.
WiMAX faces stiff competition from another fourth generation (4G) wireless
technology. The two largest mobile/wireless providers in the U.S. – AT&T
Mobility and Verizon Wireless – have both committed to build their 4G
networks on a competing technology called Long Term Evolution (LTE). This
may have the effect of further fragmenting the U.S. wireless market and
limiting the amount of interoperability between carriers.
Even with the challenges WiMAX is facing, the fact that Intel and other
component providers have committed to embed it in mobile computing devices,
and that the Clearwire consortium (namely through Google’s participation)
appears committed to a more “open” business model for WiMAX than that of
rivals AT&T Mobility and Verizon Wireless, WiMAX could still succeed in
creating positive changes in the wireless broadband market. It is simply too early
to tell.
Innovations in Community Wireless
As prior initiatives by city governments to deploy traditional Wi-Fi mesh networks
have faltered, new business models and technology innovations have also been
emerging. One of the most promising has been the growth of organic (sometimes
called ad-hoc) wireless networks by volunteer groups, and in some cases, in
partnership with city governments.
Organic wireless networking involves consumers purchasing (or building) and
deploying wireless access points on their premises, connecting these access points
to the Internet in some way, and engaging in various schemes to share the resulting
Internet service with others.
ject
18
Organic wireless networking grew out of various academic research projects
including the Champaign-Urbana Community Wireless Network (CUWiN)40 and
Roofnet41 at the Computer Science and Artificial Intelligence Laboratory of the
Massachusetts Institute of Technology (MIT). More recently, organic wireless
solutions have been commercialized by companies such as FON42 and Meraki.43
While organic wireless networks do not necessarily introduce new technologies
(they rely on commodity-based Wi-Fi equipment), they do present new and
innovative business and deployment models that may have relevance for cities’
broadband policy goals. Fundamentally, organic wireless networks promote a
business and deployment model whereby the costs, ownership, management and
other issues for the network are addressed not by a single service provider or city
government, but rather by individual residents and businesses. One could think of
this as Wikinomics44 applied to the broadband access market.
San Francisco has been engaged in an innovative program to promote the growth
of these organic wireless networks and create a “network of community
networks.” The role of San Francisco is one of an orchestrator; as opposed to
partner or provider – coordinating with neighborhood organizations, facilitating
access to facilities, and providing backhaul Internet services in targeted areas when
computer use and Internet access is low.
Given the capital constraints that exist in the private-sector municipal Wi-Fi
market today, and cities’ desire for community involvement and empowerment,
organic wireless solutions can and should be a substantial part of major city
strategies going forward. While these organic networks may not be suitable today
for mainstream municipal, public safety and other government or enterprise
applications, they still may hold great promise in promoting digital inclusion,
economic development and grass-roots innovation.
FIGURE 2 SAMPLE ORGANIC WI-FI DEPLOYMENT
ject
19
Organic wireless networks ultimately require Internet connections to be
provisioned at some point(s) in the network in order to support the sending and
receiving of data from users who connect to the shared access points. This is most
often accomplished using a DSL or cable modem connection provisioned by the
consumer who is sharing their Wi-Fi node. In this context, DSL and cable services
become the “backhaul” for these organic Wi-Fi networks.
Telephone and cable companies have historically discouraged this type of
bandwidth sharing over their networks, typically through restrictions in the terms
of service for their offerings45; however we are not aware of any case where any
user sharing an Internet connection has had their DSL or cable modem service
terminated.
In some cases, telephone and cable companies have embraced ad-hoc Wi-Fi sharing
over their networks. This is most often done after partnerships are struck between
the telephone or cable companies and suppliers of ad-hoc Wi-Fi solutions, a trend
that will be addressed in more detail below.
It seems clear that these organic Wi-Fi networks will continue to grow with or
without involvement from local governments, and city infrastructure (e.g. street
light poles, fiber and electricity) have not been required to support their growth.
Despite this lack of dependence, there may be creative approaches that cities can
use to promote further growth. One such option would be for a city-owned
wireless network to provide a free or discounted, and possibly rate-limited tier of
service, which could be used as an entry-level backhaul for organic Wi-Fi users
(providing the consumers with a low or no-cost alternative to DSL or cable). This
strategy could also mitigate the challenge organic users have of breaking their
terms of service agreements with wired providers.
The remainder of this section will describe in more detail the two most common
commercial organic Wi-Fi solutions in the market today; FON and Meraki.
FON
FON Wireless Ltd. "FON" is a company that runs a system of organic Wi-
Fi networks. The company was founded in 2005 an Argentinean/Spanish
entrepreneur.
FON’s customers (which they refer to as Foneros) purchase a small Wi-Fi
access point - which is called a La Fonera – install it in their home, and
connect it to their DSL or cable Internet connection. The La Fonera
access point splits the resulting Wi-Fi connection in two: an encrypted
channel for the Fonero and a public channel for neighbors or passers-by.
Foneros can decide how much of their bandwidth to share with the public
ject
20
and can log on to any other Fonero’s network without charge. “Aliens,”
as FON calls nonmembers, can register on a Web page and pay $2 or $3
for a day’s worth of access.
In October 2007, FON and British Telecom (BT) announced that they had
jointly created the BT FON Community by flashing FON's software on all
of BT’s DSL/Wi-Fi routers in the U.K. [4] The agreement allows for 3
million of BT’s broadband subscribers to opt into the FON service, share
their Wi-Fi at home and roam across all of the BT FON hotspots in the
UK and everywhere else in the world. Foneros will also have free access
to all of the FON hotspots in the U.K.
The announcement with BT came shortly after FON and Neuf Cegetel (in
France) launched a similar service whereby 600,000 Neuf Wi-Fi routers
throughout France were flashed with FON software.
In April 2007, the Associated Press reported that Time Warner Cable,
Inc. would let its home broadband customers turn their connections into
public wireless hotspots, presumably though a partnership with FON.46
Meraki
Meraki is a network equipment manufacturer that provides devices and
software for wireless community networks. Based in Mountain View,
CA, the company was founded by Sanjit Biswas and John Bicket, who
were both involved in a Ph.D. program at Massachusetts Institute of
Technology (MIT) and the Roofnet project. Meraki is venture capital
backed in part by Google and Sequoia Capital.
Meraki is similar to FON in the sense that both companies market Wi-Fi
access points, which are installed on the customers’ premises and the
resulting Wi-Fi connection is shared with others. Despite these basic
similarities, the companies’ business models and technology approaches
are quite different.
• Each La Fonera from FON must be connected to an Internet service,
typically using an Ethernet connection to a DSL or cable modem.
Meraki has chosen to build mesh routing support into its access points,
which allows some nodes to function as “gateways” and others as
“repeaters.” This has the effect of allowing more than one provisioned
Meraki node to use a single cable, DSL or other Internet connection.
• Meraki sells both an indoor and outdoor version of its access points,
whereas FON only provides an indoor model. Both companies’ indoor
ject
21
products are typically attached with suction cups to a window on an
exterior facing wall.
• Both companies generate revenue through the sale of their access points,
but their business models suggest that the margin on these equipment
sales is low. FON’s recurring revenue model is based on the splitting of
access fees that Foneros charge to aliens (non Foneros). While Meraki’s
solution allows consumers who are hosting a Meraki node to charge fees
for non Meraki users to access their node, it promotes sharing that is
free of access charges for all users. Meraki’s has a banner-message
component for “network operator” use, and Meraki is doing a trial
effort to integrate a small advertising banner into the users’ experience,
and generate revenue through advertising. Meraki also offers network
management services as a paid service for sponsored Meraki networks.
One could imagine Meraki’s nodes becoming similar to Internet
websites that host syndicated advertising through advertising networks
like Google’s AdSense. To the extent that each node has the ability to
display targeted advertisements, and be targeted by AdSense advertisers,
the nodes begin to resemble Internet websites that display “Ads by
Google” today. This approach may provide the added benefit of being
able to display locally-relevant – and presumably higher-valued –
advertisements, since the location of each node is known to Meraki
through its registration process. For a managed Meraki network, the
message platform could also provide educational, community, or
emergency messages.
Commercial 700 MHz
The Federal Communications Commission (FCC) held an auction in early 2008 for
more than 60 MHz of wireless spectrum in the 700 MHz band. This spectrum was
previously used for analog television broadcasting, specifically UHF channels 52
through 69. The FCC ruled that the impending switch to digital television would
make these frequencies no longer necessary for broadcasters, due to the improved
spectral efficiency of digital broadcasts.
The 700 MHz frequencies - which were split into five bands, lettered A through E
- were often described as “the last remaining beachfront property” for licensed
wireless spectrum in the U.S., due in part to the amount of spectrum available and
its superior propagation characteristics (its ability to transmit through walls and
other barriers).
The so-called C-block spectrum (22 MHz of spectrum between 746–757 and 776–
787 MHz) was the most coveted band due in part to the fact that a handful of
ject
22
regional licenses would be awarded, and these regional licenses would allow the
winner to construct a nationwide network.
After 261 rounds of bidding over more than seven weeks, the auction ended, with
proceeds amounting to almost $20 billion, nearly double what the FCC had
forecasted. Verizon and AT&T won the lion’s share of the high-valued spectrum.
But despite this windfall for the U.S. Treasury, many open questions remain about
the long-term impact of the auction results. While some had hoped that the C-
block spectrum would be used to create a new “third pipe to the home,” the fact
that AT&T and Verizon both operate DSL networks throughout the country makes
it unlikely that this spectrum will be deployed in such a way as to disrupt or
compete with their legacy businesses.
In the end, the 700 MHz auction accomplished the primary goal of Congress and
the FCC; to maximize auction proceeds for the U.S. Treasury. However our
viewpoint is that the outcome of the auction will have little if any positive impact
on broadband market conditions in the U.S. for the foreseeable future.
Wireless Solutions for Government Use
There are various wireless technologies designated for government-use only and,
in some cases, for more specific use by public safety agencies. These technologies
hold great promise for meeting the needs of major cities, even though they are not
appropriate for commercial use by residents or businesses.
4.9 GHz
In 2003 the FCC allocated 50 MHz of wireless spectrum (4940-4990 MHz) for
Public Safety use. 4.9 GHz is a licensed band available for use by public safety
agencies, which generally includes all government entities, private companies
sponsored by a government entity (such as private ambulance services) and any
organization with critical infrastructure (power companies, pipelines, etc.) 4.9
GHz may be used for any terrestrial based transmission including data, voice, and
video. Point-to-point and point-to-multipoint operations are both permitted.
4.9 GHz permits public safety agencies to implement on-scene wireless networks
for streaming video, rapid Internet and database access, and transfers of large files
such as maps, building layouts, medical files, and missing person images. It also
allows these agencies to establish temporary fixed links to support surveillance
operations. This allocation gives every jurisdiction in the country access to
spectrum for deployable, interoperable, broadband communications.
Licensees must fulfill all three (3) of the following requirements:
1. Have as their sole purpose the protection of life, health, or property;
ject
23
2. Be a state or local government entity or non-government entity authorized by
a local or state public safety entity; and
3. Provide services that are not commercially available to the public.
4.9 GHz uses a geographic licensing scheme for mobile applications. A public
safety agency can use all 50 MHz of spectrum within its legal jurisdiction whether
that jurisdiction is a state, town, city, or county. However, fixed point-to-point
operations require an individual license for each station. Licensees who are
adjacent are responsible for interference prevention, mitigation, and resolution
coordination.
Numerous vendors provide 4.9 GHz solutions today, including Cisco, Motorola,
PacketHop, Terabeam Wireless and others. Many Wi-Fi mesh vendors have also
integrated 4.9 GHz support into their multi-radio solutions.
Public Safety 700 MHz
As part of the 700 MHz auction process described above, the FCC had allocated 10
MHz, referred to as the D-block for construction of a nationwide, interoperable
wireless network for use by public safety agencies. The innovative licensing
scheme would have required that a private company construct the network at its
own expense, adhere to certain requirements and timelines, and make it available
to public safety agencies. Under the FCC’s rules, the winner of the D-block could
use the spectrum for commercial purposes, but would have to give public safety
groups priority use during an emergency.
Frontline Wireless, a company co-founded by former FCC chairman Reed Hundt,
originally sought to build a nationwide public safety network using 12 MHz of
public safety spectrum, and 10 MHz from the commercial spectrum. Prior to the
auction, Frontline backed out of the bidding process, and the D-block ultimately
failed to reach the reserve price that had been set by the FCC.
Following the auction process, the FCC proceeded to "de-link" the D-block to
release it from the auction’s anti-collusion rules. On May 16, 2008, the FCC
unanimously approved a notice of proposed rule-making (NPRM) for the re-
auction process. Comments on the NPRM are due by June 20, and reply
comments are due by July 7. Most experts predict that the FCC will make a final
rulemaking in late July or August to enable a re-auction of the commercial D Block
in the fall.47
NOTABLE QUOTE
“Absent a very unlikely
large funding source
from Congress, such a
public-private
arrangement [for the D-
block auction]
represents the last best
hope we have for a
nationwide network
being built for public
safety.”
FCC Commissioner
Michael Copps
ject
24
Conclusions
Wi-Fi wil l continue to face pricing pressures
A business model that offers Wi-Fi mesh as an unbundled, consumer-paid
alternative to existing broadband services across a major city is likely to be
revenue-strained, whether publicly or privately financed. Given the current state
of Wi-Fi mesh technology and the market in general, business models that provide
free Internet access over Wi-Fi and attempt to achieve a return through some
other value-add will be preferable over models that are dependent on consumer-
paid access.
This may seem like an odd assertion; that Wi-Fi has a better chance of succeeding
if it is free than if it is paid. The best way to explain this reasoning is to first
consider the evolution of another breakthrough technology innovation, the
Internet browser.
The graphical Internet browser was introduced in the early 1990s as a
breakthrough innovation, resulting in the largest technology IPO in history at that
time for Netscape. Of course Netscape attempted to, and was dependent on,
monetizing the sale of the browser software itself. Ultimately, Microsoft
recognized the browser’s potential to disruptive its business, and it chose to
“embrace and extend the Internet” by not only integrating its own browser into its
Windows platform, but making its browser available for free. The rest is history
as they say - especially as it relates to the impact of Microsoft’s strategy on
Netscape’s business over time.
But how is that relevant for the evolution of Wi-Fi? Think of the characteristics of
the Internet browser today, after almost 15 years of evolution; it is ubiquitous
(there is almost no device that isn’t pre-loaded with a browser), it is indispensible
(no one can imagine being able to function without a browser), and it is free (no
one could imagine actually having to pay to download a browser). We can also say
that no single company ever made a fortune on the discrete sale of browser
software. This seems strikingly similar to how Wi-Fi is evolving as a technology.
In more straightforward terms, Wi-Fi will likely be the next “zero billion dollar
industry” - but like the browser, it may still unlock immeasurable benefits in the
broader marketplace and society during this lengthy process.
The future of WiMAX is highly uncertain
With all of the uncertainty about the future of WiMAX in the U.S., local
governments should avoid assuming these networks will be commercially available
for at least the next one or two years. Of course an exception to this may be the
NOTABLE QUOTE
“When the marginal
cost of producing
something trends close
to zero, the smart thing
to do is to treat it as
zero and get ahead of
the competition, by
giving it away for free in
order to sell something
else.”
Chris Anderson, Editor
in Chief, Wired
Magazine – The
Economics of
Abundance
ject
25
cities of Baltimore, Chicago and Washington, DC, where soft-launches have
already occurred, and where commercial launches may happen more quickly.
Major cit ies will be left behind in the fiber race
Our analysis concludes that, without some form of intervention by local
government, there is little chance that major cities will see substantial investment
by the private sector in high-capacity, next-generation FTTP systems over the next
decade. Given how “time is compressed” through technology and innovation, one
could argue that being a decade behind other cities in FTTP deployments may
become the equivalent of 30 years behind in 20th century infrastructures like roads,
airports, utilities and other essential services.
As national broadband policy has moved to deregulate telephone and cable
companies and video franchising has moved from local to state governments, local
governments can no longer afford to assume that any single form of regulatory
action will be suitable to ensure FTTP systems are deployed in a timely manner.
Government-use wireless systems are becoming crit ical
Faced with aging wireless systems to support public safety, high prices for
commercial (3G) services, and an uncertain future for the nationwide 700 MHz
network for public safety, we believe it is imperative that local governments
“prepare for the worst” in this area by investing in efforts to evaluate, design and
deploy wireless broadband infrastructure to support municipal and public safety
needs of the future.
Numerous technologies exist today that can be applied to various critical and non-
critical application needs. These include Wi-Fi mesh for low-cost non critical
services, 4.9 GHz for fixed video capture and mobile connectivity, and microwave
systems - for both ultra high-capacity point-to-point core networks, and point-to-
multipoint services for connecting fixed facilities.
Polic ies need to address the demand side
The majority of broadband policies at a local level have focused on supply-side
issues; promoting private investment in new networks, reducing barriers to
adoption; creating PC purchase programs and so on. While these are important
focus areas, our analysis concludes that policies and programs going forward will
benefit from an increased focus on the demand side of the market.
Examples of demand-side policies might include aggregating demand for
broadband services across city government with that of sister agencies, nonprofits,
education, and the healthcare community; increasing investments in computer
literacy programs for segments of the community where computer and Internet
use is low; and engaging large enterprise in activities to leverage their buying
ject
26
leverage and assets. Many of these align with existing digital inclusion programs,
but we conclude that demand creation only in the margins of a low-income
population may not be enough to tip the scales for dramatic increases in private
investment.
A renewed push for big broadband is needed
There is little debate over the impact that big broadband has and will have on
major cities’ ability to attract and retain businesses, promote knowledge-based
jobs, and compete globally in the 21st century. The intense focus on municipal
wireless initiatives over the past few years has dominated the resources available to
many local governments, in many cases to the detriment of longer-term planning
efforts for fiber systems.
Major cities should renew a push for achieving the goal of a FTTP infrastructure
within the next decade, through whatever public, private or cooperative models
may be available. With estimates from prior FTTP studies suggesting an average
cost of $1,400 per housing unit passed, and deregulation resulting in less and less
local control over incumbent providers, this may seem daunting, if not nearly
impossible.
There are monumental challenges to achieving such a goal. Beyond the enormous
cost estimates, major cities must also confront declining property and sales taxes
during a possible recession, uncertainty about the true demand for such a system,
issues of regulatory authority, opposition from incumbents and special interest
groups, an absence of precedent for success in other major cities - not to mention
the fact that a decade-long FTTP initiative may have to sustain political support
through turnovers in mayoral administrations and city council elections.
Despite these many challenges, the stakes could not be higher for major cities. It is
inevitable that a certain “leap of faith” will be required to commit to such an
ambitious goal and work towards it over time.
Major cit ies have a role to play in national policy
While many of the recommendations above translate to major cities exercising
more “local control,” these cities may also have an untapped resource for
influencing national broadband policy. In the past, local government influence in
this area might have occurred through lobbying Congress or the FCC directly on
important issues or working with local government organizations such as NATOA
and NLC to develop and support various broadband policies.
We conclude that in addition to these efforts, major cities have a new opportunity
to advance their positions; that is the political voice of their elected officials.
While broadband policy may not become a platform issue for most major city
ject
27
mayors, and they may be unlikely to engage in detailed public debates over
network neutrality, open access, structural separation and issues at that level, we
propose that a simple, concise message from one or more major city mayors
acknowledging the desperate need for a strong national broadband policy could
elevate the importance of this issue dramatically. This may be particularly true
during a national election cycle like the one going on in 2008.
Balancing business, technology and public policy is key
As we note earlier in our report, successful major city broadband programs going
forward need to strike a balance across business, technology and policy domains.
For example, a program based on sound policy, with a bulletproof business model,
but incorporating technology that isn’t viable will likely fail. Similarly, the same
business model combined with a perfectly-suited, breakthrough technology, may
fail if it is either over or under-regulated by local government.
ject
28
Endnotes
1 Source: Muniwireless.com
2 Source: Civitium analysis of major city municipal Wi-Fi projects.
3 See http://www.news.com/Cable-wins-Supreme-Court-battle/2100-1036_3-5764120.html
4 See http://www.pcworld.com/article/id,122136-page,1/article.html
5 Source: Civitium and Baller Herbst Law Group interview with Donald Berryman, EVP and
President of EarthLink Municipal Networks, July 2006
6 See http://arstechnica.com/news.ars/post/20071119-earthlink-decides-theres-no-money-to-be-
made-in-municipal-wifi.html
7 See http://www.news.com/Wi-Fi-lessons-learned-in-Tempe/2100-7351_3-6088661.html
8 Rolla P. Huff was appointed to the CEO position at EarthLink following the sudden death of Gary
Betty in early 2007. Mr. Betty had been one of the nation's most visible advocates of municipal
Wi-Fi, and had promoted municipal Wi-Fi investment as a growth strategy within EarthLink.
9 Source: EarthLink Corporation Press Release. See
http://www.earthlink.net/about/press/pr_elnk_restructure/
10 See
http://www.betanews.com/article/Another_MuniWiFi_Deal_Ends_as_ATT_St_Louis_Part_W
ays/1193680197
11 MetroFi signaled a change in its business model in mid-2007 when it failed to reach an agreement
on anchor tenancy commitments with Anchorage, AK. See
http://wifinetnews.com/archives/007777.html
12 See http://wifinetnews.com/archives/008111.html
13 See http://www.bizjournals.com/triad/stories/2008/03/03/daily26.html?ana=from_rss
14 Houston Mayor Bill White stated in December 2007 that “One of the goals of the WiFi plan was
to bridge the digital divide, and because of the city's good contract, we have substantial money to
invest in that.” See http://www.chron.com/disp/story.mpl/tech/news/5352555.html
15 See http://www.twincities.com/ci_8525968
16 Source: U.S. Internet Press Release. See http://www.usinternet.com/press-
releases/Minneapolis-Selects-US-Internet.htm
17 Joe Caldwell, U.S. Internet’s marketing vice president stated that “some dead spots in the
network -- primarily from Lake of the Isles to Loring Park and Lowry Hill -- will persist until
summer [of 2008.]” Minneapolis city officials attributed these dead spots to “decorative poles in
those areas aren't tall enough or strong enough [to support the mounting of Wi-Fi equipment.]”
Mr. Caldwell also stated that “Excluding the dead spots, US Internet has installed Wi-Fi equipment
in all parts of the city except a three-square-mile area near Lake Nokomis.” See
http://www.startribune.com/business/16583416.html
ject
29
18 Source: Civitium analysis of major city public private partnership agreements.
19 Standard Net Present Value (NPV) calculation using a 4% discount rate and $1.25 million each
year for ten years.
20 The city documents on its website a variety of community benefits it expects to result from the
USI partnership, including $500,000 to create a “digital inclusion fund,” a minimum of five percent
of the network’s net profits, free limited-time service in some public locations, a free “walled
garden” level of service for neighborhood, government, and community information, and free
wireless access for designated community technology centers. See
http://www.ci.minneapolis.mn.us/wirelessminneapolis/commbenefits_wireless.asp
21 See http://www.civitium.com/archives/2007/02/municipal_wi-de.html
22 See http://www.washingtonpost.com/wp-
dyn/content/article/2007/09/26/AR2007092602468.html
23 Render, Vanderslice & Associates, a market research firm stated that “building underground fiber
networks in highly congested urban areas can cost $100 or more per foot of cable installed. By
contrast, placing fiber underground in the suburbs costs $7 to $25 a foot.” See
http://www.nytimes.com/2006/08/14/technology/14verizon.html?pagewanted=1&ei=5090&e
n=9543bc769334ba6e&ex=1313208000&partner=rssuserland&emc=rss
24 See http://www.multichannel.com/article/CA6536391.html?nid=2734&rid=301793425
25 See http://newscenter.verizon.com/press-releases/verizon/2008/verizon-ready-and-eager-
to.html
26 See http://www.nydailynews.com/ny_local/2008/04/25/2008-04-
25_verizon_tv_proposal_needs_tuning.html
27 See http://www.teletruth.org/docs/PENNCOMPLAINTFIN.doc
28 See
http://www.nytimes.com/2008/05/27/nyregion/27verizon.html?_r=1&ref=technology&oref=
slogin
29 See http://www.sfgov.org/site/uploadedfiles/dtis/tech_connect/SFFiberFeasibility.pdf
30 The San Francisco report dealt extensively with the cost, timing and other implications of
constructing fiber in concert with other public works projects (e.g. sewers, sidewalks) and it is
unclear whether and how those issues will affect any decisions to appropriate funds to move the
project forward.
31 See http://seattlepi.nwsource.com/business/227127_qwest04.html
32 See blog.seattlepi.nwsource.com/seattlepolitics/archives/134669.asp
33 See http://www.lastmileonline.com/index/webapp-stories-action?id=103
34 Source: Fiber Deployment Roundup: Municipal Deployments Gather Steam - Marsha Zagar,
Broadband Properties, September 2007, See
http://www.gscbn.com/UserFiles/0065/0124/File/Fiber_Deployment_Roundup.pdf
ject
30
35 The term WiMAX is actually a certification mark for products that pass conformity and
interoperability tests for the IEEE 802.16 standards.
36 See http://gigaom.com/2007/11/08/clearwire-sprint-call-their-deal-off/
37 See http://online.wsj.com/article/SB121010437224271501.html
38 Intel Corporation, a principal backer of WiMAX, has been pushing for what it calls "30/30" – a
$30 [radio/modem] cost and a $30 monthly service cost.
39 A Computerworld article quoted “several Sprint executives” as “hav[ing] described Xohm WiMax
speeds that are expected to be 2Mbit/sec. to 4Mbit/sec., although the technology is capable of
10Mbit/sec.” See
www.computerworld.com/action/article.do?command=viewArticleBasic&articleId=9039281
40 See en.wikipedia.org/wiki/Cuwin
41 See en.wikipedia.org/wiki/Roofnet
42 See www.fon.com
43 See www.meraki.net
44 Based on the book Wikinomics: How Mass Collaboration Changes Everything, by Don Tapscott and
Anthony D. Williams, Wikinomics is based on four ideas: Openness, Peering, Sharing, and Acting
Globally. In their book, Tapscott and Williams put forth a framework for how collaboration and
peer-production of information, ideas and content (e.g. wikis, blogs, photo sharing,) together with
the networks to distribute this peer-produced content, can transform markets and society. See
www.wikinomics.com
45 AT&T’s DSL Service Subscriber Agreement: Section 8.a states that “You cannot create a network
(whether inside or outside of your residence) with AT&T DSL Service using any type of device,
equipment, or multiple computers unless AT&T has granted you permission to do so.” See
http://worldnet.att.net/general-info/terms-dsl-data.html
46 See http://www.freepress.net/news/22702
47 See http://mrtmag.com/policy_and_law/news/comment-period-dblock-0523/